Sometimes, when shaping and changing a culture, you will never see the results of your efforts. But when you do, it is impactful.

We build “A” players for our teammates, but it comes at a cost.

Our role as a command team in the maintenance company was, first and foremost, to build combat power. Second, combat power must be built through the people aspect to repair and return aircraft to the fight. Across the Army aviation enterprise, Soldiers often cut their teeth in the maintenance company before maturing and progressing to the flight companies. The maintenance companies provide the vital foundation of proper practices and development needed to enable their success in the fluid and ever-changing actions occurring in the line companies. The tempo of both organizations is similar, but for those turning wrenches at the lowest level, the flight company often has to operate more autonomously and with less supervision. Young service members learn the aircraft, become proficient with tools, and attend many training and professional schooling, making them skilled and competent. This development and training cost is a merry-go-round of ten new soldiers arriving every eight weeks. As the seniors began to ripen the line, companies called for us to fill their shortages. We train, prepare, and develop the talent, and they often progress to the next level. On top of performing our primary mission, our training program served as a “baseball farm team” "-like system. We build and develop great players, and the line company “called” them up to the big leagues. Even using the “farm team” analogy, our soldiers had swagger; they knew their worth and performed exceptionally well.

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Building a team-first culture, but with a bit of a swagger.

People often discuss organizational culture as a driving factor in their decision to stay or not as part of that organization. Dave and I both knew this growing up in the unit. Each of the six companies within the battalion had its own “swagger.” From its inception years before, a “can-do” or mission-focused mentality has been shared across the organization. These soldiers continued to improve and develop with each trip, school, and scheduled training activity. Our unit had very high standards, and no one was exempt from meeting and maintaining those standards. What had started a few command teams prior had developed into a world-class maintenance force sought after to feed the requirements of the line companies around the entire organization. Our team delicately balanced the thin line between cocky and confident; well, some did, and some fell directly on the cocky side daily. Our mission was like no other, and being the best at what you do every day was expected. I shared the message often with our team, “No one can do what you do.” For some, that might come as a bit of hyperbole, but being the only unit manned, trained, and equipped for that mission, it was a statement of fact and a privilege to serve in that capacity.

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We were seeing the results of our labor.

One particular company-level fitness morning, we planned an event encompassing approximately 150 of our troops, those available and present for duty that day. To spur friendly competition, we broke down into ten teams of 15 members and executed a bit of sweat equity to build ourselves better. The last event of the multiple movements planned was a series of 400m sprints. As each team finished their movements, some teams completed the work faster than others. I distinctly remember walking over to Dave and his team and congratulating them on finishing the workout. Our teams finished everything in about the middle of the pack. As we caught our breath and looked across the athletic area, something stood out to both of us. The teams who finished early were going back and running with the slower teams to encourage them. It was a powerful reminder that our efforts to build a coherent, collaborative, and professional team were victorious. Dave and I often reflected on that instant as an “ah ha” moment. Nothing was contrived, no false motivation; it was a spontaneous moment of growth for those who may be a bit faster or fitter to go and encourage those behind them. This is probably one of the proudest moments for me as the commander.

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I reflect fondly upon this sunny morning from a decade ago during our run as a command team together over 24 months. Dave and I witnessed many other successful operations, events, and challenges. On that day, we saw the culmination of our leadership campaign to build these individuals to be the best they could be. Many of the mid-grade leaders from our time in the company became senior-level leaders in the organization themselves. I do not claim their success; that belongs to them; my claim is that I may have played some small part in setting the example and empowering them to be the best they could be.

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Are you ready to renew your journey, motivate your team, and create organizational momentum? What is limiting you from enabling success for yourself and your team? Research how working with a coach can help you understand and embrace your growth strategy. A coaching exchange is a relationship, a partnership between two individuals where your vulnerability and honesty can set you free. When you find a connection with a coach, this can put your path on fire. You may have fond memories of an athletic coach or mentor who started this process in you long ago; now is the time to rekindle that fire! As you digest this article, feel free to reach out and let us start the conversation on how you can become the best version of yourself in the future!

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Hello. I am Kyle Hogan. As a credentialed coach, I enable high performers to accelerate past their current plateau and unlock their best selves, creating impactful success for individuals and their teams.